Chris Dyer

And they're generally saying X or mostly X. I mean, you'll find ways to connect the dots to make them see and understand that what you care about and what you want this company to be is ultimately aligned with what they're saying they want Or, you know, sometimes you don't just ask, what do you want? Like, what do you think a great company culture looks like? What is it in your mind?

You know, if we had the best culture in the world, what does that look like? What would we be doing? And they ultimately will start telling you things that maybe they're not doing yet. Again, we can go back to the exercise. What's healthy? Well, healthy is I would be working out every day. I'd be eating good food. And you're like, we know you're not doing that right now. Right.

You know, if we had the best culture in the world, what does that look like? What would we be doing? And they ultimately will start telling you things that maybe they're not doing yet. Again, we can go back to the exercise. What's healthy? Well, healthy is I would be working out every day. I'd be eating good food. And you're like, we know you're not doing that right now. Right.

You know, if we had the best culture in the world, what does that look like? What would we be doing? And they ultimately will start telling you things that maybe they're not doing yet. Again, we can go back to the exercise. What's healthy? Well, healthy is I would be working out every day. I'd be eating good food. And you're like, we know you're not doing that right now. Right.

But you're getting that alignment on we all agree what good looks like. And so we can start to work towards that. That's kind of a really good step one. Step two is There's this really interesting correlation between understanding and actually getting people to change. Yes.

But you're getting that alignment on we all agree what good looks like. And so we can start to work towards that. That's kind of a really good step one. Step two is There's this really interesting correlation between understanding and actually getting people to change. Yes.

But you're getting that alignment on we all agree what good looks like. And so we can start to work towards that. That's kind of a really good step one. Step two is There's this really interesting correlation between understanding and actually getting people to change. Yes.

And so usually what leaders do is they just try to convince, convince, convince, and they try to push and beg, borrow, steal, yell, scream, whatever it is to get them to comply and to change. And all of that is a complete waste of time.

And so usually what leaders do is they just try to convince, convince, convince, and they try to push and beg, borrow, steal, yell, scream, whatever it is to get them to comply and to change. And all of that is a complete waste of time.

And so usually what leaders do is they just try to convince, convince, convince, and they try to push and beg, borrow, steal, yell, scream, whatever it is to get them to comply and to change. And all of that is a complete waste of time.

All you need to do is to help people understand more and more and more about why it's important, why we're doing this, why it's good for them, why it's good for the company. Assuming it's a good idea.

All you need to do is to help people understand more and more and more about why it's important, why we're doing this, why it's good for them, why it's good for the company. Assuming it's a good idea.

All you need to do is to help people understand more and more and more about why it's important, why we're doing this, why it's good for them, why it's good for the company. Assuming it's a good idea.

More understanding will result in more change and people being willing to do more of that and eventually finding some people I call champions of change, people who are really love the idea and are really enthusiastic and will go carry, you know, will go out into the world with their virtual sword and shield and help you, right, do more of that. Um, that's super important.

More understanding will result in more change and people being willing to do more of that and eventually finding some people I call champions of change, people who are really love the idea and are really enthusiastic and will go carry, you know, will go out into the world with their virtual sword and shield and help you, right, do more of that. Um, that's super important.

More understanding will result in more change and people being willing to do more of that and eventually finding some people I call champions of change, people who are really love the idea and are really enthusiastic and will go carry, you know, will go out into the world with their virtual sword and shield and help you, right, do more of that. Um, that's super important.

And so we have to ask, and then we have to really help inform people, not just once, but constantly, right. Getting them to understanding.

And so we have to ask, and then we have to really help inform people, not just once, but constantly, right. Getting them to understanding.

And so we have to ask, and then we have to really help inform people, not just once, but constantly, right. Getting them to understanding.

Culture is how we get things done. It's the norms, it's the behaviors. And so if we think about what's the most efficient, what's the best way to get things done, I think most people would say, I want a collaborative company. I want people who speak up. I want people to give ideas. I mean, we talk about all these things we would want from people.